Real engagements,
verifiable outcomes.

Context

Acquisition of a subsidiary from a major Anglo-Saxon banking group. Infrastructure was aging (legacy operating system in end-of-support), the E-banking platform was accumulating technical debt, and trading tools were fragmented across several expensive commercial products. The need: put everything back on a sustainable trajectory while continuing to deliver business projects.

Approach

Full leadership of a 40-person team (development, systems, web design, project managers). Digital roadmap defined with business stakeholders. Introduction of agile tooling (Scrum, Kanban) and new infrastructure. Management of external partners. Hiring of technical profiles. Complete redesign of the client site, financial product sales platforms, premium loyalty program.

Outcome

E-banking site and trading platforms redesigned, infrastructure migration completed without service interruption, team stabilized. Full continuity sold to investors during successive divestment operations.

Context

A national rail operator needed to redesign a critical business process — managed until then with spreadsheets, scripts and oral tradition. The project had already been attempted twice internally without success. The goal: a national platform, robust, maintainable, deployed across the entire network.

Approach

Technical director role from design to national rollout. UX defined with field users, cloud architecture, supervision of development, security oversight, progressive rollout. Heavily iterative approach: region-by-region delivery, field feedback integrated, then national roll-out.

Outcome

Platform deployed across the entire network, adopted by field teams. Complete replacement of prior tools. Still in production several years after the end of engagement.

Context

A central administration needed to strengthen the reliability of a national process affecting several million citizens. Sensitive data, strict regulatory scope, political stakes. The existing system could no longer handle the load and no longer offered the expected security guarantees.

Approach

End-to-end technical direction for 4 years: architecture, security (strengthened authentication and authorization), oversight of development teams, relationship with institutional stakeholders, progressive rollout. Strict respect of compliance and sovereignty constraints.

Outcome

System in production, covering the entire target. Service quality significantly higher than the previous system, no security incident during the engagement.

Context

A national public agency was launching a digital innovation lab. No technical team in place, no infrastructure, no tooling, no delivery process. The need: structure the technical capability from zero and make it operational with internal teams in a few months.

Approach

Fractional CTO engagement: target architecture, sovereign cloud landing zone, tool selection (versioning, CI/CD, observability), process definition, internal hiring, mentoring. Mid-engagement, progressive handover to the internal team began. At exit: autonomous team.

Outcome

Lab operational, internal team autonomous. First public delivery on the timeline of the initial plan. Engagement closed as planned, with no persistent consultant dependency.